The Open Group OG0-092 Exam Dumps & Practice Test Questions

Question 1:

Rollins Manufacturing is transitioning to a centralized ERP system across its global facilities to reduce IT overhead and eliminate redundant systems. However, plant managers have raised concerns about the reliability and security of consolidating critical systems like production scheduling and MRPII into a central data center. 

Given the company’s strategic goals of efficiency, IT consolidation, and improved operations, which set of TOGAF 9 architecture principles is most appropriate to guide this enterprise-level transformation?

A. Common-use Applications, Data is Shared, Data is Accessible, Data is Secure, Interoperability, Control Technical Diversity
B. Business Continuity, Service-orientation, Data is Accessible, Data is Secure, Responsive Change Management
C. Maximize Benefit to the Enterprise, Business Continuity, Common-use Applications, Data is Shared, Data is Accessible, Data is Secure
D. Information Management is Everybody's Business, IT Responsibility, Data Trustee, Technology Independence, Responsive Change Management

Correct Answer: C

Explanation:

In enterprise architecture planning, selecting the right guiding principles is vital, particularly when balancing business transformation with operational stability. In this case, Rollins Manufacturing is pursuing a strategic transformation by consolidating IT systems into a centralized ERP platform to streamline operations, reduce waste, and standardize processes globally. Yet, this centralization introduces potential risks—especially regarding system reliability, business continuity, and data security—which must be addressed by sound architectural guidance.

The TOGAF 9 standard provides a comprehensive set of architecture principles that align IT strategy with business objectives. The goal is not only to achieve operational efficiency but also to mitigate risk, ensure scalability, and maintain user confidence throughout the transition.

Option C stands out because it includes principles that speak directly to both the strategic goals and the operational concerns raised in the scenario:

• Maximize Benefit to the Enterprise ensures that decisions prioritize enterprise-wide value over local optimization.

• Business Continuity addresses the reliability and availability of systems, which is a key concern when consolidating production-critical applications.

• Common-use Applications promotes shared solutions that reduce duplication and improve maintainability.

• Data is Shared and Data is Accessible ensure consistent and reliable access to information across all sites.

• Data is Secure directly mitigates concerns regarding sensitive operational data being centralized.

Option A, while emphasizing interoperability and shared systems, does not address business continuity, which is vital in this context.
Option B includes relevant points like Business Continuity and Data Security but lacks coverage of shared applications and enterprise value maximization.
Option D emphasizes governance and accountability but does not sufficiently support the operational or enterprise-level needs described.

Ultimately, C delivers the most holistic and scenario-appropriate mix of principles, offering strategic alignment and operational safeguards necessary for a secure and effective global ERP rollout.

Question 2:

Global Mobile is initiating an enterprise-wide Green initiative to reduce operating costs and improve sustainability through virtualization, telecommuting, and energy-saving infrastructure upgrades. The program has broad, horizontal scope and requires the participation of multiple business units. 

What planning method should the Chief Architect recommend to ensure effective coordination and strategic alignment across the organization?

A. Recommend traditional planning methods, as Capability-Based Planning (CBP) is more suitable for vertical, unit-specific programs and less effective in broad enterprise transformations.
B. Recommend using Capability-Based Planning, since the initiative is horizontally scoped across the enterprise and requires cross-unit cooperation to deliver strategic business outcomes.
C. Recommend shifting from CBP to the organization’s systems development lifecycle (SDLC) approach, as the Green initiative is technical in nature and not aligned with CBP’s outcome-focused method.
D. Recommend traditional planning methods, as CBP is typically used in public sector or defense environments and is not appropriate for a private enterprise.

Correct Answer: B

Explanation:

Effective implementation planning requires alignment between business goals and technology execution. In the case of Global Mobile, the Green initiative represents a broad transformation program designed to improve sustainability and operational efficiency. The initiative includes elements like telecommuting and data center consolidation, which affect infrastructure, culture, and business processes across multiple departments.

TOGAF 9 promotes Capability-Based Planning (CBP) as a structured method for driving business outcomes by focusing on the capabilities required to achieve them. CBP is not limited to public-sector programs, nor is it confined to isolated business units. On the contrary, it is especially well-suited for horizontal initiatives—those that span across multiple functions and require integrated change efforts.

Option B is correct because it accurately identifies the nature of the Green initiative as enterprise-wide, and recognizes that its success depends on cross-functional cooperation. CBP allows the organization to:

• Identify the business capabilities needed (e.g., remote workforce support, virtualized infrastructure).

• Map those capabilities to enabling technologies, roles, and processes.

• Measure progress and value delivery at the enterprise level, aligning IT execution with broader sustainability and financial goals.

Option A incorrectly limits CBP to vertical efforts. This misrepresents the methodology, which is ideally suited for enterprise transformation.
Option C wrongly classifies the initiative as purely technical. While infrastructure is a key component, the goal is business-oriented—to reduce costs and improve service levels. CBP is fully appropriate in this context.
Option D incorrectly assumes CBP is only used in public sector environments. In fact, many private companies now leverage CBP to align digital transformation with strategic outcomes.

In summary, Capability-Based Planning provides a business-centric, outcome-driven framework that enables Global Mobile to manage complex, multi-unit changes with clarity and coordination. Its flexibility, governance focus, and enterprise alignment make it the best planning method for the Green initiative.

Question 3:

AGEX Inc. is undergoing an ERP consolidation to integrate systems across multiple acquired business units. The Corporate Board has raised concerns about the protection and regulatory compliance of customer data in different countries. 

As the Chief Architect, what is the best course of action during TOGAF 9’s Preliminary Phase to address this issue appropriately?

A. Analyze the concern in terms of security policies and regulatory requirements, revise AGEX’s security policy accordingly, and assign a security architecture team to ensure ongoing compliance during architectural planning.
B. Assess the regulatory impact on business goals and issue a Request for Architecture Work, assigning a security architect to design a compliance solution for the ERP system.
C. Begin by clarifying the Board’s concern to understand its regulatory and business implications, and then recommend assigning a dedicated security architect or team to design an appropriate security architecture.
D. Evaluate the concern's potential impact on business objectives, then update the security policy and assign a security architect to ensure all domains include the required controls.

Correct Answer: C

Explanation:

Within the TOGAF 9 framework, the Preliminary Phase serves as the foundational stage for establishing the architecture function and determining the principles, governance structures, and capabilities that will guide the architecture effort. A key aspect of this phase is understanding stakeholder concerns, particularly from influential groups such as the Corporate Board.

In this scenario, AGEX Inc. is dealing with a complex, multi-jurisdictional environment where regulatory requirements for customer data protection vary across countries. The Corporate Board’s concern reflects the need to ensure data handling practices within the new ERP solution comply with relevant laws and are consistent with business goals.

Let’s examine the options:

• Option A suggests jumping immediately to policy updates and team allocation. While proactive, it skips the critical step of clarifying the intent and scope of the Board’s concern. Premature action risks misalignment between business objectives and architecture planning.

• Option B proposes issuing a Request for Architecture Work. However, this is a formal step that typically belongs in Phase A (Architecture Vision)—not in the Preliminary Phase. Before issuing such a request, it's essential to fully understand the concern and assess whether new architectural work is justified.

• Option C outlines the correct approach. It emphasizes stakeholder engagement—clarifying the concern and identifying its implications on business objectives and regulations. This aligns perfectly with the Preliminary Phase's emphasis on setting the right foundation through informed planning and stakeholder alignment. Only after fully understanding the concern does it recommend allocating a security architecture team. This is a thoughtful, well-sequenced response.

• Option D moves too quickly into policy adjustments and security team assignments without a proper understanding of the underlying drivers. Like A, it lacks the necessary initial analysis.

Thus, Option C follows TOGAF 9 methodology by emphasizing stakeholder analysis, regulatory understanding, and capability planning—all essential to ensure the architecture function starts with a strong, well-aligned foundation.

Question 4:

Zephyr Enterprises is rolling out a standard Automated Test System controller across several manufacturing facilities. The Chief Engineer wants to guarantee consistent implementation at all sites. 

As the Lead Architect, how should you address this concern according to TOGAF 9 best practices?

A. Create an Architecture Contract and, for external vendors, use a legally enforceable agreement. For internal teams, use a memorandum of understanding. Recommend that any detected deviation from the contract be monitored by the Architecture Board.
B. Draft an Architecture Contract, ensuring legal enforceability for external suppliers and using informal agreements for internal efforts. Suggest that the Architecture Board investigate and resolve deviations.
C. Establish an Architecture Contract and allow the Architecture Board to assess and decide on any contract deviations during implementation.
D. Define an Architecture Contract that includes objectives, metrics, risks, and compliance checks. Use legal contracts for external parties and perform regular reviews to ensure adherence to the Architecture Definition.

Correct Answer: D

Explanation:

In TOGAF 9, an Architecture Contract is a crucial governance tool that ensures a shared understanding between the architecture function and implementation teams. It becomes especially important during Phase G: Implementation Governance to maintain architectural alignment during deployment.

Zephyr Enterprises’ scenario involves deploying standardized systems across multiple sites—an environment where inconsistency can lead to increased cost, reduced quality, and operational risk. To address the Chief Engineer’s concern, a structured, enforceable, and measurable approach is required.

Let’s analyze the options:

• Option A and Option B recognize the use of Architecture Contracts and make a distinction between legal agreements for external vendors and memoranda for internal teams. However, they stop short of including specific governance actions, like compliance checkpoints or explicit review mechanisms, which are critical in complex implementations. Monitoring or investigating issues only after deviations occur is reactive and insufficient for maintaining consistency.

• Option C introduces contract deviation review by the Architecture Board but still lacks a proactive governance plan. It does not mention key components such as metrics, risk strategies, or compliance reviews—all essential for assuring consistent outcomes across facilities.

• Option D is the most comprehensive and fully aligns with TOGAF 9 guidance. It includes:
  
  

• Legal enforceability for external contracts, ensuring accountability.

• Key project criteria such as objectives, success metrics, risk mitigation, and acceptance parameters.

• Scheduled compliance reviews, which are proactive governance tools for ensuring that implementations remain aligned with the Architecture Definition.

These elements make Option D the ideal approach. Regular compliance reviews allow the Architecture Board or governance body to track implementation progress, catch deviations early, and enforce necessary corrective actions before inconsistencies compromise system integrity.

For Zephyr Enterprises, consistency across sites is non-negotiable. TOGAF 9’s Architecture Contract, combined with compliance planning and performance metrics, ensures every implementation aligns with the enterprise-wide architecture strategy. Therefore, Option D best supports the Chief Engineer's goals and reflects TOGAF's structured governance philosophy.

Question 5:

Vittronics Ltd. is deploying a Secure Private Immersive Collaborative Environment (SPICE) to support clinical trials for a new healthcare device. Although the architecture is well-planned and justified, researchers have raised privacy concerns regarding personally identifiable data. 

As the Lead Architect, what is the most appropriate way to handle this concern during the implementation planning phase, in accordance with TOGAF 9?

A. In Phase E, guide the team in building an overall solutions strategy and Transition Architectures, ensuring agreement before moving forward.
B. Return to Phase A to brainstorm privacy controls, then use Phase D to define new Architecture Building Blocks for security. Adjust the migration plan accordingly.
C. In Phase E, assess the Business Transformation Readiness findings, identify readiness-related risks, classify them, and apply mitigation strategies. Continue planning once those risks are manageable.
D. In Phase E, devise a strategic plan that addresses and mitigates all previously identified risks.

Correct Answer: C

Explanation:

In this case, Vittronics Ltd. is in the implementation planning phase of TOGAF’s Architecture Development Method (ADM), specifically Phase E: Opportunities and Solutions. While the architecture’s design is sound and the business case is solid, stakeholder concerns—particularly about personal data protection—need to be addressed before moving ahead.

According to TOGAF 9, Phase E is where architectural solutions are translated into practical, deployable transition plans. A key activity in this phase is to review the Business Transformation Readiness Assessment—initially performed in Phase A—to reassess stakeholder concerns and organizational preparedness. This readiness review includes evaluating factors like stakeholder commitment, culture, operational capacity, and technical readiness.

Option C correctly emphasizes the need to revisit the Business Transformation Readiness findings to assess and mitigate organizational resistance and data privacy concerns. If these challenges can be addressed—perhaps through communication, privacy safeguards, or better education—the architecture team can confidently proceed with the design of Transition Architectures that are both technically feasible and culturally acceptable.

Option A, while aligned with some Phase E activities (like strategy development), doesn’t address stakeholder concerns or resistance. It assumes consensus exists without actively checking readiness, which is a TOGAF best practice.

Option B suggests going backward in ADM to Phase A and Phase D. However, TOGAF discourages regression unless there are major shifts in business objectives or serious flaws in the architecture. Since the architecture itself is solid, the concern lies not in design but in user adoption and data trust—issues that Phase E is equipped to resolve.

Option D is vague and lacks the specificity TOGAF provides about reviewing readiness factors during Phase E. While risk mitigation is part of the phase, it must be informed by specific readiness assessments, not handled generically.

Thus, C stands out as the only answer that respects the ADM structure, focuses on stakeholder concerns, and aligns with TOGAF’s emphasis on readiness and transformation planning.

Question 6:

Florian Flowers BV is designing an enterprise architecture to support legal compliance, research cohesion, and executive oversight across multiple countries. 

Given the range of stakeholder concerns involved, which approach best reflects TOGAF 9’s recommendations for addressing these diverse interests?

A. Create architecture models to show compliance and let stakeholders confirm that their concerns are addressed through model visibility.
B. Use a consistent modeling format across all architecture activities and projects to maintain uniformity and allow stakeholders to validate their issues.
C. Prepare summary reports for powerful and interested stakeholders that highlight key architecture features relevant to each region.
D. Develop a stakeholder map to group stakeholders by shared concerns and define views tailored to each group, creating models that address their needs.

Correct Answer: D

Explanation:

Florian Flowers BV’s enterprise architecture challenge involves satisfying the diverse needs of stakeholders spread across legal, research, and executive functions. TOGAF 9 provides clear guidance for managing this complexity through its emphasis on viewpoints and stakeholder engagement.

A foundational principle in TOGAF is that architecture should be presented through views, each aligned with a specific viewpoint—a tailored perspective that addresses the concerns of a defined group of stakeholders. This method ensures that architectural decisions and deliverables are understandable, relevant, and actionable for their intended audience.

Option D captures this guidance accurately. Creating a stakeholder map helps architects identify and categorize stakeholders based on shared interests and responsibilities. Once these groups are defined, the architecture team can create custom views that reflect each group’s unique concerns. These views are then supported by specific architecture models that deliver the information necessary for understanding, validation, and decision-making.

Option A overlooks the importance of structuring and contextualizing architectural information. While making models visible is helpful, it doesn’t ensure stakeholders will interpret them correctly or find them relevant. TOGAF recommends organizing models into views specifically to avoid this issue.

Option B incorrectly suggests a one-size-fits-all modeling strategy. While consistency is beneficial within modeling techniques, TOGAF discourages using the same models for all stakeholders, as different groups need different information and levels of detail.

Option C takes a selective and narrow approach by focusing only on influential stakeholders. TOGAF, however, stresses comprehensive stakeholder engagement. Even those with less power or interest can raise critical concerns, especially in global operations involving legal and regulatory contexts.

By following the method in D, Florian Flowers BV can address each stakeholder group with the precision and relevance needed for alignment, trust, and architectural success. This targeted communication increases buy-in, reduces misunderstanding, and improves compliance across international boundaries. Thus, the best approach according to TOGAF 9 is D.

Question 7:

Armstrong Defense Industries is aligning procurement operations across several newly acquired business units to support a unified preferred supplier strategy. Currently in the Architecture Definition phase of the TOGAF 9 ADM cycle, the team must define both Baseline and Target Architectures while addressing stakeholder concerns related to organizational roles, business processes, systems, integrations, and data lifecycles. 

Considering the team is following an iterative methodology, which set of architecture viewpoints is best suited for this initiative?

A. Begin with Baseline Business and Application Architecture catalogs, then shift to Target views using Actor/Process/Data artifacts.
B. Use high-level Target views early, including Business Interaction matrices and Product Lifecycle diagrams, expanding into Application Communication and Data Entity/Function models later.
C. Start with Target views such as Organization/Actor and Data Lifecycle diagrams, and in later iterations, add Business Interaction matrices and Application Use Cases.
D. Focus on Baseline views like System/Function and Organization/Actor catalogs early, then gradually build Target architecture using Application Communication diagrams and Lifecycle artifacts.

Correct Answer: C

Explanation:

In this scenario, Armstrong Defense Industries is embarking on a significant transformation involving multiple organizational units and procurement platforms. With no existing architectural baseline in place and a strong need to address stakeholder concerns about roles, systems, integrations, and data processes, selecting the correct architecture viewpoints is essential.

TOGAF 9 advocates using an iterative approach in the Architecture Definition phase, where early iterations aim to provide clarity on the future (Target) state, followed by deeper elaboration in successive iterations. In this context, Option C offers the most effective structure and aligns closely with TOGAF’s recommended practices.

In early iterations:

• The Organization/Actor catalog addresses stakeholder concerns by defining who is responsible for and impacted by the architecture.

• The Data Lifecycle diagrams provide visibility into how business-critical entities (like purchase orders and supplier records) evolve over time.

• The Application Communication diagrams and Application Interaction matrix clarify how procurement systems interact and support business operations.

• The System/Data matrix identifies where and how data is shared across multiple applications, helping map integrations and dependencies.

In later iterations:

• The Business Interaction matrix helps define process-level interactions and dependencies.

• The Business Footprint diagram connects business units with applications and processes, providing traceability.

• Application Use Cases deepen understanding of how systems will function in real-world procurement scenarios.

The other options fall short:

• Option A emphasizes Baseline views early but provides vague and incomplete later-stage views (e.g., “System/Tech” lacks specificity).

• Option B introduces some Target viewpoints early but includes irrelevant artifacts (e.g., Product Lifecycle diagrams), which are not suitable for enterprise-level procurement data.

• Option D maintains a strong focus on Baseline views but fails to incorporate the breadth of viewpoints necessary to address the full set of concerns, especially around integration and data lifecycles.

By adopting Option C, Armstrong Defense can ensure that the architecture development process is focused on future-state clarity from the beginning, and it continues to expand in detail over time, aligning with stakeholder needs, business goals, and TOGAF best practices.

Question 8:

St. Croix Consulting is planning a comprehensive Enterprise Architecture initiative aimed at improving engagement management and organizational alignment. However, the CIO is concerned that the ambitious scope might not deliver enough value relative to its potential risks. 

As the lead Enterprise Architect, which TOGAF 9 approach should be followed to properly evaluate the risks and expected value of this transformation?

A. Conduct interoperability analysis across the Solution Architecture, then proceed with the Roadmap and Migration Plan after resolving any issues.
B. Gather solution details from relevant sources and use a state evolution table to define Transition Architectures after assembling the Solution Architecture.
C. Perform a gap analysis first, build the Solution Architecture, apply interoperability analysis, and use state evolution tables for Transition Architecture planning.
D. Prior to implementation planning, apply Business Transformation Readiness and Business Value Assessments to evaluate the risks and benefits of the proposed architecture.

Correct Answer: D

Explanation:

St. Croix Consulting is pursuing an enterprise-wide architecture change to address strategic challenges, but senior leadership—particularly the CIO—is wary of whether the effort justifies the potential cost and operational disruption. Addressing these concerns is a critical responsibility of the Chief Enterprise Architect, and TOGAF 9 provides precise guidance on how to manage such situations.

The most suitable course of action at this stage, as outlined in Option D, is to evaluate transformation readiness and expected business value before moving into the implementation phase. TOGAF 9 recommends two specific techniques for this:

1. Business Transformation Readiness Assessment:
   This evaluation determines whether the organization is culturally and structurally prepared to undertake a significant change. It includes factors like leadership commitment, training capacity, communication readiness, stakeholder buy-in, and operational resilience. If readiness gaps are found, the transformation approach can be adjusted to reduce the risk of failure.

2. Business Value Assessment:
   This assessment evaluates the strategic and financial value of the proposed architecture. It includes cost-benefit analysis, alignment with business goals, anticipated efficiency gains, and stakeholder value perception. It ensures the enterprise doesn’t pursue architecture for its own sake but rather as a means to drive measurable benefits.

These techniques give senior leadership the assurance that:

• Risks have been acknowledged and mitigated through proactive planning.

• The expected returns of the initiative align with business goals and resource constraints.

Looking at the other options:

• Option A focuses only on technical interoperability, a necessary but incomplete view that ignores readiness and business alignment.

• Option B and Option C incorporate technical design tools like state evolution tables, gap analysis, and interoperability checks, but they lack emphasis on business-level evaluations, which is the core of the CIO’s concern.

Ultimately, Option D is the only approach that centers on business risks and value, which are the focal issues in this case. It aligns directly with TOGAF’s structured risk/value evaluation techniques and provides a roadmap for responsible, benefits-driven transformation.

Question 9:

Zephyr Enterprises operates several manufacturing plants and is working toward standardizing its Automated Test System processes across all locations. During a compliance check at the Omaha facility, it is discovered that their newly acquired Distributed Data Acquisition System uses a proprietary Remote Procedure Call (RPC) method with kernel mode threads, which deviates from the user mode threads specified in the official Architecture Definition Document. Despite this, the rest of the system aligns with the architectural guidelines. 

As the reviewer, how should you classify the system's compliance status in your final report according to TOGAF 9?

A. Report the system as conformant because only the RPC mechanism varies slightly from the specification.
B. Note that the RPC mechanism uses features outside the original specification, and classify the system as consistent.
C. Describe the RPC implementation as having no relevance to the original architecture and still classify the system as consistent.
D. Recommend classifying the system as non-conformant due to the deviation in the RPC mechanism.

Correct Answer: B

Explanation:

In TOGAF 9, conformance and consistency are two distinct concepts for evaluating architectural implementations. Conformance implies full and precise alignment with the Architecture Definition Document, whereas consistency allows for some variation provided that the implementation broadly aligns with the architectural vision and does not violate its core principles.

In the case of Zephyr Enterprises, the system in question deviates from the specified RPC threading model, opting for kernel mode threads instead of the user mode threads described in the Architecture Definition Document. This variation is important because it introduces a technical deviation from what was originally architected. However, the rest of the system aligns with the design, and the functionality remains intact.

Option B correctly identifies this nuanced situation. It recognizes that while most of the system's features align with the architecture, the RPC mechanism has been implemented using capabilities that fall outside of the defined specification. Therefore, the system cannot be considered strictly conformant, but it remains consistent with the architectural intent. TOGAF allows the use of the term “consistent” for systems that mostly align but introduce slight variations that don’t compromise the overall integrity or objectives of the architecture.

Let’s briefly evaluate the other options:

• A (Conformant): Incorrect because conformance requires strict adherence to the architecture. A deviation in the threading model of the RPC mechanism disqualifies full conformance.

• C (Consistent with no relevance): Misleading because the variation in the RPC mechanism is relevant and must be acknowledged—it does not align with the idea of dismissing it entirely.

• D (Non-conformant): Too severe. The deviation is minor and does not justify labeling the system as completely non-compliant.

Hence, Option B reflects the TOGAF principle of pragmatic architectural governance and is the most accurate and balanced classification.

Question 10:

Rollins Manufacturing is rolling out a centralized Enterprise Resource Planning (ERP) system managed from a primary data center in Cleveland. Some local plant managers are raising concerns about security and system reliability if operations become centralized. 

As the Lead Enterprise Architect for this project, what method should your team use to explore possible architectural solutions and clarify stakeholder requirements for the new ERP system?

A. Conduct interviews using the business scenario technique at each manufacturing site to identify key requirements.
B. Rely on vendor research and briefings to draft a target architecture that can then be reviewed by stakeholders.
C. Develop Baseline and Target Architectures for each plant and use gap analysis to guide transition planning.
D. Initiate a pilot phase with shortlisted vendors to test different solutions and use that feedback to define requirements.

Correct Answer: A

Explanation:

The business challenge at Rollins Manufacturing involves implementing a centralized ERP system to replace the decentralized legacy systems across multiple manufacturing plants. While this transition offers efficiency benefits, it introduces valid concerns among local managers about security, uptime, and operational control. These concerns need to be addressed early in the architectural planning phase.

Option A presents the best approach within the TOGAF 9 framework. It suggests using the business scenario technique, a structured method for gathering and analyzing stakeholder input to define business and technical requirements. By conducting face-to-face interviews at each plant, the architecture team can gain a deep understanding of local concerns, expectations, operational workflows, and risk perceptions. This information is essential for shaping an Architecture Vision that is not only technically sound but also aligned with real-world stakeholder needs.

Here’s why Option A aligns with best practices:

• It ensures early stakeholder engagement, reducing resistance during later implementation phases.

• It uncovers both functional (e.g., system capabilities) and non-functional (e.g., availability, data privacy) requirements.

• It provides input for defining key architecture characteristics like security, reliability, and scalability.

Now, let’s analyze why the other options are less suitable at this stage:

• B (Vendor research and briefings): While valuable, this approach is premature without first understanding stakeholder needs. Jumping straight to vendor analysis risks creating a solution misaligned with business expectations.

• C (Baseline and Target Architectures + Gap Analysis): This step belongs later in the ADM cycle, typically during Phases B–D. Without clearly defined requirements, gap analysis may miss critical concerns.

• D (Pilot testing with vendors): Useful for validating architectural choices, but inappropriate as an initial step. Pilots should follow requirement gathering, not replace it.

In conclusion, the business scenario technique in Option A provides the best structured, stakeholder-centered approach to begin the architecture development lifecycle. It ensures that security and reliability issues are clearly documented and addressed from the outset, leading to a more robust and acceptable ERP solution.

Thus, the correct answer is A.